The aim of the research is methodology development of labor motivationofagriculturalworkers,basedonacompetitiveapproachmodern methods of personalizing personnel management, which will increase the productivity of agricultural workers and the efficiency of production activities in the industry. The methodological basis of the study were the methodsofsummarization,grouping,comparisonandgeneralization,which wereusedduringtheanalysisofscientificliterature.Themethodofresearch of labor relations was applied questionnaires, analysis and synthesis methods while discussing research results. The developed methodology involves a wider range of instruments of material and non-material motivationoflabor.Materialmotivationisexpressedinanadditionalbonus to the salaries of winners in the competition in the profession. Non-material motivationisrepresentedbytraditionaltools(thewinnertitle,respectinthe team) and new tools of motivation (recognition of the employee as a person, respect for his desires and needs). The proposed motivation system was adapted for the operating conditions of the agricultural organization Ankor LLC, the main positions of the new system for motivating and stimulating the work of employees, who directly ensure the output of agricultural products, of this organization have beendeveloped.
The purpose of the article is to develop a methodology which assesses the level of digitalization of HR management, to identify the reasons for the gap between the actual achieved level and the desired one, and to justify management decisions related to the introduction of digital technologies. The methodology involves diagnostics of the level of digitization of HR-management in three aspects: digital competence of personnel, digital workplace, digital management system. A combined method has been proposed for the diagnosis of staff digital competences: self-diagnostic and manager's assessment on a single scale, followed by a comparison of the results. A coefficient method is proposed for estimating a digital workplace and a digital control system. The resulting conclusion on the level of digitization of an organization’s HR management is based on the benchmarking method. The implementation of measures to increase the level of digitalization of HR management, adopted on the basis of the conducted diagnostics, will allow the organization to maintain and to increase its competitive advantages by developing the necessary professional qualities of employees, the best organization of personnel management in the conditions of digitalization.
Transnational corporations (TNCs) are one of the most important actors in both the international and national economies, particularly in the Russian Federation. This paper examines how socio-economic internationalization is realized by increasing the development of transnational corporations, the significance of the role played by transnational corporations in the current economic turmoil in the face of sanctions to ensure sustainable economic growth in the economy and boost global economic competitiveness. The challenge lies in figuring out the proper involvement of TNCs in the national environment, along with the possible risks and benefits for specific economies and other stakeholders. These initiatives should contribute to sustainable socio-economic development and a better quality of life in the current state of the Russian economy. Transnational corporations (TNCs) are one of the driving forces behind the internationalization of international production, the liberalization of international trade, and, ultimately, the development of the national economy. As the scientific and technological revolution progresses, TNCs are becoming one of the most important and dominant phenomena, respectively, and the subjects of the current fundamental economic processes.
The aim of the study is to develop a value-based approach to the management of organizational staff, which involves the management of employee behaviour through the development of a commitment to corporate values, which will improve the quality and efficiency of the management. The methods of analogy, expert assessment, estimating the efficiency of the investment project, the coefficient method, the direct method of estimating the value of human capital by the cost approach are used. The result of the study is a methodology for studying corporate and personal values, as well as a system of indicators to measure the effectiveness of decisions taken in the area of value-based personnel management. It is proposed to measure the impact of value-based staff management in three ways: by the results achieved through the commitment to individual values; as a degree of achievement of management objectives; as the efficiency of investment in personnel. The system of value-based personnel management presented was tested in the context of an agricultural organization, for which it was proposed that the personnel management system be reoriented from goal-based management to value-based management. The effectiveness of the proposed solutions has been assessed through the developed system of indicators.
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